Amazon vs. Jet.com: Marc Lore Aims to Beat Bezos... http://www.businessweek.com/printer/articles/24... Bloomberg Businessweek Technology http://www.businessweek.com/articles/2015-01-07/amazon-vs-dot-jet-dot-com-marc-lore-aims-to-beat-bezos Amazon Bought This Man's Company. Now He's Coming for Them By Brad Stone January 07, 2015 (An earlier version of this story ran online.) The historic downtown commercial district of Montclair, N.J., is known for its restaurants, antique shops, and art-house movie theater. It’s not usually home to lavishly funded attacks on the entrenched giants of global e-commerce. Yet on the second floor of a three-story red-brick building on Bloomfield Avenue, across a parking lot from a fancy pizza joint and up an unmarked stairwell, are the offices of one of the biggest bets in the history of online retail: a 100-employee startup called Jet.com. Jet is the brainchild of Marc Lore, the founder and former chief executive officer of Quidsi, a company best known for its most popular website, Diapers.com. He spent years competing with Amazon.com (AMZN) before getting clobbered in a price war and then, in 2010, selling out to the company for $550 million. Lore stayed on at Amazon for more than two years; now he’s preparing to assault it. He wants to reinvent the wholesale shopping club. Jet plans to open for business on a “friends-and-family” basis in January and will start limited sign-ups on Feb. 20. Customers will find just about everything, from clothes, books, and electronics to baby goods and athletic gear. After a 90-day free trial period, Jet customers will be asked to pay $49.99 a year for access to what Lore claims will be prices that are 10 percent to 15 percent lower than anywhere else online. Like Costco (COST), Jet plans to make money on membership fees. Every other savings will be passed along to the buyer. And like EBay (EBAY) and the dominant Chinese e-commerce player, Alibaba.com (BABA), it will function primarily as a marketplace, allowing other merchants to compete to offer their wares to customers. But there’s a twist: Shoppers can squeeze out more savings if they can control the urge for instant gratification and let Jet figure out how to deliver the goods as economically as possible. For example, prices can drop when a shopper combines multiple orders into a single shipment or is willing to wait for a seller offering a more economical shipping option. 1 of 7 01/15/2015 07:35 PM Amazon vs. Jet.com: Marc Lore Aims to Beat Bezos... http://www.businessweek.com/printer/articles/24... Behind this week’s cover Photographer: Jason Nocito for Bloomberg Businessweek. Stylist: Sonia Rentsch“The bottom line is, we’re basically not making a dime on any of the transactions. We’re passing it all back to the consumer,” Lore says from a conference room in his Montclair headquarters. “We want to build a different type of relationship with the consumer. When we show you a product, it’s not because we are making money on it and not because we are closing out a line. It’s because we think it’s a good deal.” Lore reassembled members of his old Quidsi band and has raised one of the largest seed funding rounds of all time. Before completing a single sale, he’s collected $80 million from venture capital firms NEA, Bain Capital Ventures, Western Technology Investment, and Accel Partners, the firm that backed Facebook (FB), and plans to raise hundreds of millions more. It may be the riskiest bet on an unproven e-commerce business model since Amazon itself raised billions in debt in the late ’90s, when it was still highly unprofitable. “This idea is massive,” says Patrick Lee, a partner at Western Technology Investment. “If Marc is right on this one, it will be multiple times bigger than Quidsi ever was.” Lore founded Quidsi in 2005 with his childhood friend Vinit Bharara and built it while Amazon focused on media categories and hard goods like TVs and kitchenware. Lore and Bharara built a reputation for excellent service, adding a personal touch that resonated with customers. Diapers and other necessities, packed in blue, red, and green boxes—often with a handwritten note inside—arrived promptly at the doorsteps of grateful new parents. By 2010, Quidsi was pulling in about $300 million in annual sales. Then Amazon took notice of Quidsi’s rise and, in the fall of that year, cut diaper prices by a third. Lore calculated at one point that Amazon was on track to lose $100 million over three months on diapers alone. Quidsi’s profitability sank, and Lore was forced to sell out to Amazon during the Great Recession, when additional capital to fund the fight was impossible to obtain. Lore and Bharara spent a little less than two and a half years inside Amazon. (Bharara is an investor in Jet but has founded his own startup, online magazine Cafe.com.) Lore, whose default mode is tactful and earnest, tries to steer away from criticizing Amazon but frequently can’t help himself. “I felt like I did everything I could do there,” he says. “Little by little, they started wanting more and more control.” A few weeks after Lore left, Amazon cut out the distinctive colored delivery boxes. It was a move to reduce costs, but to Lore it symbolized an operating philosophy he doesn’t share. “It was a superlogical decision, and I’m sure the numbers worked out fine,” he says. “But you can’t put a number on what it means to create a personal connection to the consumer.” 2 of 7 01/15/2015 07:35 PM Amazon vs. Jet.com: Marc Lore Aims to Beat Bezos... http://www.businessweek.com/printer/articles/24... “We’re basically not making a dime on any of the transactions. We’re passing it all back to the consumer” Lore watched these moves from afar, as he was trying and failing at an early retirement. He has two teenage daughters and, after he left Amazon, spent a few months with his family living in California wine country. He also invested in Lot18, a wine delivery company, though he sold his stake back to the company when he realized he had ideas about the business but as a passive investor couldn’t actually see them through. It was there in Northern California, amid the rolling vineyards, that Lore had what he considers his e-commerce epiphany. Big players like Amazon, Walmart.com (WMT), and Google (GOOG) are all scrambling to offer the fastest possible service, catering to today’s typical wealthier-than-average online shoppers who care more about convenience than value. Although shipping can appear to be free, it’s often baked in as higher prices. “There’s this huge middle class of people that are going to be spending more and more dollars online, and for them it’s going to be all about price,” Lore says. He took inspiration from Costco, which invented a new category of discount retail, the members-only warehouse. It saved money by locating its cavernous, no-frills stores in out-of-the-way places and stocking them with a limited variety of supersize products—and it passed those savings on to shoppers in the form of lower prices. Costco, Sam’s Club, and other chains now have more than 100 million paying members in the U.S. A few weeks after he left Amazon, Lore had lunch in New York with Sameer Gandhi at Accel and said he wanted to bring the membership-based shopping club model online. It was just a germ of an idea, but Gandhi wrote him a check for $1 million anyway because Lore had a record of making and then delivering on big promises. “When you are ready to do it, here is your seed money,” Gandhi told him. Lore’s first task was finding new ways to squeeze costs out of e-commerce transactions. He started with packaging and shipping. With Jet.com, customers will be able to make multiple online purchases from a range of sellers and combine the merchandise in one box, which is then cheaper to ship. Jet turns these savings over to the customer. When Jet.com members add more items to their shopping cart, they’ll see the price for each product fall. 3 of 7 01/15/2015 07:35 PM Amazon vs. Jet.com: Marc Lore Aims to Beat Bezos... http://www.businessweek.com/printer/articles/24... The trick will be to persuade shoppers to load up their carts instead of buying individual items impulsively. “We need to open people’s eyes a little bit,” says Mike Hanrahan, a former executive at Quidsi and now Jet’s chief technology officer. “If we can educate them that, ‘Look, instead of buying one thing every week, come back every two weeks and buy two things and you will save a few percent,’ it’s actually a lot of money.” Buyers will also save by being offered items from sellers located near them. In a perfectly efficient online transaction, customers would buy only after filling their digital carts from nearby stores. Jet is more likely to emphasize merchandise that is physically close to the buyer and, again, pass the savings along. The Jet model wouldn’t have worked a few years ago, but now that nearly every merchant is online and looking for new ways to compete with the likes of Amazon, it might.